Tag Archives: business thinking

Blocking My Goodwill

One of the things I’ve done consistently throughout my life is to subscribe to the NY Times. I can remember a representative of the paper coming to my elementary school class to show us how to fold it for easy reading and to explain how newspapers are written and printed. 50 years later, I’m still a reader.

The New York Times uses an unusually large hea...

(Photo credit: Wikipedia)

You might have read that the NY Times is following the lead of several other publications and shutting down access to those people who use ad blockers. Instead, readers who visit the Times site will see, as Digiday reported, the following:

“The best things in life aren’t free,” the pop-up reads.”You currently have an ad blocker installed. Advertising helps us fund our journalism,” then points readers to two options: purchasing a subscription option, which doesn’t strip the site of ads, or to whitelist the Times, which disables the ad blocker.

It’s the value exchange – we give you content, you give us attention. I’ve written about this paradigm before and I came to the conclusion that there really isn’t any one correct answer for publishers when it comes to ad blockers. Cutting off access does little for most publishers since not many publishers can claim to provide truly unique and valuable content and readers can go elsewhere. The Times, however, can make that claim. The issue is that with upwards of 40% of US readers using some sort of ad blocking, curtailing access also means fewer page views that can be sold, lower time one site, higher bounce rates, etc. Still, given their success in digital, I’ll give them a “wait and see” on this. Except for one thing: They’re cutting off access for subscribers as well.  As a spokesperson put it:

Ad blockers do not serve the long-term interest of consumers. The creation of quality news content is expensive and digital advertising is one way that The New York Times and other high-quality news providers fund news gathering operations.

Want to know what really doesn’t serve consumers’ long-term interests?  Greed. My bill for home delivery, which includes online access, is around $150 a month.  I daresay that the Times has gotten full value out of me, just as I’ve gotten great value out of their content. I access the Times site as a logged in user, so it really shouldn’t be too difficult to identify me as a subscriber and not to hassle me about ad blocking.  Hopefully, they will.

To the extent it can, any business needs to treat each customer as an individual.  There are very few rules that can apply to prospects and customers equally, and not every customer is the same (the pesky lifetime value computation we need to do!). Asking a customer to pay for access and then asking that same customer to endure a barrage of ads as a condition for continued access seems like nothing more than greed and insensitivity.  What do you think?

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Filed under Consulting, digital media, Huh?

Asking Questions

We’ve all been through a job interview at one time or another. Even those of us who work for ourselves meet with potential clients or vendors and an interview of sorts takes place. I always judged the success of those sessions by the quality of the questions asked and I’d like us to take just a minute to think about that topic. I’ve written before about the specific questions I ask a job candidate.  Today is more abot the quality of questions that the candidate or prospective partner asks you.

First, who is doing the talking? Is the candidate or the interviewer guiding the discussion? My feeling is that the candidate should do more of the guiding of the meeting by asking phenomenal questions. Obviously, there are specific things the interviewer or potential client must elicit, but the truth is that a hiring candidate needs just as much information to be divulged in that discussion.

For example, for every discussion point made about the current business, can the speaker provide a concrete example? If not, maybe they’re speaking about that they want and not about what they have. When they talk about metrics, are they actionable and insightful such as cost per acquisition and the average customer value, or are they vanity metrics like web traffic or social “likes”?

Candidates or potential suppliers/partners who ask the right questions and challenge assumptions are way more valuable than those who don’t.  Which are you?

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Linear Equations

I suspect that most of you had to take algebra in high school. One of the most basic things you learn is how to solve linear equations. You might have wondered, as I did at the time, how the heck is this going to prove useful other than passing an exam. As it turns out, there is quite a bit we can learn as businesspeople from them.

English: Revision of File:FuncionLineal02.svg

(Photo credit: Wikipedia)

As you recall, in order to solve for the unknown variable in one of these equations, you must isolate the variable. As you’re doing that, you also need to be cognizant of the order of operations: multiplication and division are completed before addition and subtraction. Yes, I can feel you shuddering as you recall algebra class! Here is the point, however. We need to be doing exactly that in business.

As businesspeople, we need to ask ourselves “for what are we solving?” What is our unknown variable? It’s always amazing how few managers identify specific, measurable goals. We see this in reports that puke up lots of data but which fail to identify either what impact the actions reflected in the data might have or what actions might be taken to improve the business based on the data. We need to identify the unknown variable and to solve for it.

Second, we often forget the order of operations in our businesses. How often do you hear the “ready, fire, aim” complaint? We need to identify, plan, budget and evaluate constantly, recognizing that markets are fluid and opportunities may be fleeting.  We can’t always chase the next shiny object or, at least, those which don’t fit into our business model and plan.

The flaw in my analogy today is that business is not “linear”, meaning that it’s rare that there is a straight line drawn as there must be in a linear equation.  Nevertheless, isolating the variable in order to solve for it – identifying our goals and the data which allow us to measure our progress – is critical, don’t you think?

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