Tag Archives: Marketing and Advertising

By The Numbers

Foodie Friday at last! I went out for breakfast this morning and as I watched my server typing my order into the Point Of Sale system, I wondered what was coming out the other end. No, not if my order had been captured correctly or if the ticket would print out correctly. I wondered if the owners of the place actually used the data that had just been gathered. Restaurants generate a phenomenal amount of data although I’d be willing to wager that a minority of them actually look at, analyze, and employ it to improve their business. Then again, I’d be willing to bet that many non-food businesses suffer from the same omission.

Think about it. A restaurant gets information from their POS system – what’s selling and how much does it cost. They see if something is more popular at lunch than at dinner. They can look at their reservation system to know when they’ll be busy and their seating record to know how many covers they’re selling. Smart ones look at how many parties of which size were kept waiting (maybe we should turn the 6-top into a 4- and a 2?). They know what drinks have been ordered. Their suppliers have data for them – what’s available and what does it cost? Then they have their own internal accounting – labor costs, etc. Each of those things relates to the other. But there’s more.

What’s posted on social media? Whats the most-photographed dish? What’s liked and shared? How many reviews and are they positive? What are they about? There’s a lot of data to collect from a multitude of sources – OpenTable, Facebook, Twitter, Yelp, TripAdvisor, Foursquare, Urbanspoon or Instagram. All of the former data is very structured and it tells you “what.” The social stuff, along with any loyalty data you might have is unstructured and it can help you to understand “why”.

Maybe if you overlay the daily weather during service hours you can infer a causal effect on any of the above. You can adjust what’s displaying on your drive-thru board when it’s busy to show the menu items that may be lower-margin but quicker to prepare in order to speed the line. If you collect emails (your reservation system does!), you can use Facebook or some other data provider to build out profiles so you can know your customer and better target your marketing.

My point is that every business has a similar capability these days. We might not have reservation systems but we do have online commerce or websites or apps. We need to be less intimidated by big data and more proactive with respect to learning about our customers and how they interact with our offerings. Does that make sense?

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Filed under Consulting, food, Reality checks

Your Best Steak Forward

It’s Foodie Friday and we’re back to our regular nonsense here on the screed. Today I want you to think back to that time when you ordered takeout and it was not very good. I’m sure you’ve had such an instance: we all have. Maybe you ordered some fried dumplings that showed up as soggy as your recently washed laundry. Maybe the pasta dish you ordered had aggregated itself into a small object better suited for football than eating. Maybe you ordered a steak frites to go and it didn’t travel well. No one likes soggy fries and a cool steak doused in cooling, congealing butter.

For many restaurants, takeout has become a critical part of their business. Life today often leaves little time for cooking at home, especially during the week. Think about how many places you know that have only a few tables but do a ton of takeout. The growth of delivery services and apps has accelerated the trend while actually decreasing profitability (the services take a cut of the bill and in many cases, it’s close to the entire margin on the order). I’m not sure, however, that many restaurateurs put enough thought into putting their best products out there for takeout. Why sell something that you know won’t travel well?

Putting your best steak forward, so to speak, is something that every business should do. The most customer-friendly takeout situations have a separate counter to speed customer service. They might have a menu that’s priced a little differently since the costs of servicing a customer are different. They pack hot foods apart from cold foods and they take care to make sure that condensation in the hot food doesn’t make it soggy (vent holes, people). As with any customer encounter, how you present your brand matters. I wouldn’t even offer to sell a customer a product that I know won’t travel well. If they’ve enjoyed it before in my place, they’ll be disappointed. If it’s their first time, they won’t be back. We see this in businesses that take on jobs for which they’re ill-suited. I’ve turned down many opportunities over the years to build people websites since my ability to design and to code is not up to my ability to perform other tasks. That’s not my best steak.

Is that something your business is doing? Are you gathering data and keeping records of every customer interaction? Are you constantly looking for feedback so you can adjust your menu? Are you putting your best steak forward each and every time?

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Filed under Consulting, food, Helpful Hints

A Foundation Of Trust

Bruce Springsteen wrote about trust on his “Magic” album:

Trust none of what you hear (trust none of what you hear)
And less of what you see

That’s good advice these days but it’s far from a current issue. In far, The Boss was only echoing Edgar Allen Poe, who wrote in the short story “The System of Dr. Tarr and Prof. Fether”:

“Believe nothing you hear, and only one half that you see.”

I don’t think Poe, however, envisioned the dramatic lack of trust that most consumers have in the very people upon whom much of their digital lives rely. We see it in the reports that Pew stated that over 40% of Facebook users between the age of 18 and 29 had deleted Facebook from their phones in the past year. While Facebook disputes that number, there’s no doubt that even one user choosing to avoid your product or service on the basis of trust is a huge problem.

How do we solve this? As is my style, I tend to dumb it down to a very simple thing. Don’t do anything to your customers that you wouldn’t want to be done to you or to a member of your family. If you’re OK with your spouse being surveilled and his or her data sold to the highest bidder than be my guest in doing so to your customers. If that notion gives you pause, however, maybe you ought not to be considering doing so to anyone, at least without their full knowledge and consent. That means what you’re doing is front and center and not buried in a 3,000-word terms and conditions clickwrap agreement.

Once trust is lost, it’s extremely difficult to rebuild. You might have experienced this on a personal basis with a friend. As difficult as that might have been, it’s even harder for a business where there is generally not a human face on the brand or service nor an individual with whom to speak. The best solution is never to jeopardize trust in the first place. It’s a foundational issue. Your customers need to trust you and all of what you say. Don’t prove Bruce and Poe right, ok?

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Filed under Consulting, Thinking Aloud

You’re The Customer Too, Dummy

We haven’t had a screed in a while in which I point out the on-going silliness of many of us in marketing, so let’s start the week with one! There was an article in the eMarketer newsletter about a recent study. I’m just going to quote it directly:

In an August 2018 survey of 103 ad agencies, publishers and marketers in North America conducted by Pressboard, 27.2% of respondents said they use an ad blocker to block ads on the websites they visit. These figures are similar to those found in the general population. According to eMarketer forecasts, 25.2% of US internet users will use an ad blocker in 2018.

Pressboard’s research showed that advertising professionals are more likely to rely on their friends than on ads when they decide whether or not to purchase a product. Nearly eight in 10 respondents (78.6%) said that word-of-mouth from friends influenced their recent purchase decision. Just fewer than 16% of those surveyed reported making a purchase after being influenced by banner ads.

I hope you can see immediately why this precipitated my response. It’s might be easy to shrug this off. I mean, what does it really say? Marketing and advertising professionals are humans too? How is that a surprise? Well, it’s not, but it does point out a fundamental problem. Apparently, when they put on their business hats and get to work they forget how they feel as consumers. After all, if they react badly to banner ads and rely more on word of mouth, why do they persist in figuring out how to invade the consumer’s website use in as many ways as possible? They use ad blockers because, to paraphrase Barry Goldwater’s campaign slogan, in their hearts, they know it’s right. The state of web marketing is akin to that of an Arabian bazaar or a NASCAR driver. Ad blockers at least make the web tolerable.

The message to any of us is that we’re customers too. We need to think like customers and not as marketers when we’re figuring out the best ways to interact with our audiences. How can we solve their problems? How can we deliver information that’s useful to them and not just scream at them? Keep that in mind and not only will your customers be better off, but you will be as well. Make sense?

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Filed under Consulting, digital media

Mental Images, Mental Mistakes

Shut your eyes and picture the typical “All-American” family. Go ahead, I’ll wait. OK – have that picture in your mind? What does it show? Mom, Dad, and a couple of kids? My guess is that if you’re Caucasian so is your picture, and I’ll bet the typical family is also quite heterosexual.

Here’s the problem with your mental image. According to the 2010 U.S. Census, only one in four American families matches that description. That was almost a decade ago and I think we’re all aware of the changes that have been happening with respect to familial, and societal, composition.

If you’re in marketing, that mental picture has some fairly important implications. It might impact how you make creative for your campaigns, how you plan your media, and how those decisions provide relevance and meaning to consumers. For an example, the folks at HP brought together 13 Chicago families of different races, ethnicities, ages, genders and sexual orientations. They were split up and another group of people was asked to reassemble the families.

Guess how many people could put the families back together? Exactly none. In general, they tried to find groupings of the same race, different gender, and heterosexual. Oops. But this has implications even for those of you out there who aren’t in marketing. It speaks to the broader issue of preconceived notions and how we can’t just form opinions without adequate evidence. Some folks are seemingly determined never to let the facts get in the way of a good story, whether they’re reporting something to their boss or just ranting among their friends. It’s really a bad idea.

How often do a new employee or a business prospect walk into the room and you make a snap judgment before they’ve even uttered a word? We all do it, unfortunately. In fact, it’s sort of a “truism” that hiring decisions are made quickly. Well, according to a research study, some of the interviewers did make snap decisions about candidates. Roughly 5% of decisions were made within the first minute of the interview, and nearly 30% within five minutes. I think that has to do with the preconceived notions in the interviewers’ minds about who they saw in the job as well as who they saw in front of them.

Rip up those mental pictures as best you can. Do the research, seek the facts. and THEN form the pictures. Ready, fire, aim rarely works, don’t you think?

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Filed under Huh?, Reality checks, Thinking Aloud

Messing Up Moviepass

Do you have MoviePass? I do and I think it’s fabulous. For roughly $10 a month (about the cost of a ticket here) you can go see one movie a day as long as they’re not IMAX or 3D. Too good to be true? It really seems that way but I’ve never had an issue using it.

You might be asking yourself how do they stay in business? Lots of other folks are asking the same question since I gather they have to pay the theater the full price of admission when you use the pass. I go to an average of one movie a week (4/month) which I gather from this article on Recode is more than average. They’re recently starting charging a premium if you want to see a very popular movie right as it’s released, but that’s a minority of what’s out there. Still, they must be losing money on most users so how do they stay in business?

In a word, data. I go to see some movies in the theater that I might ordinarily wait to see on pay cable or via streaming. I often hit the concession stand, which is where the theaters make most of their profit. Good deal for them, right? Where Moviepass is thinking they’ll make their profit is from understanding the moviegoer and selling that data. That’s why they’re so inexpensive – to scale quickly – and they’re hoping to become so ubiquitous that they end up getting a cut of the increased attendance they are generating (the 3 extra trips to the theater I make in a month!). With me so far?

A friend of mine also has a Moviepass that she was given as a gift. Her 6-month gift ran out the other day and she went to renew. Here is where the fun begins and where we all can learn a little something. There is no way to renew a gift subscription. Seriously. She wanted to convert the gift to a regular subscription on her own credit card and Moviepass won’t let her. Instead, they require that you start all over and create a new account using a different email. Let’s think about how many things are wrong here.

First, you’re a data company. By demanding an existing customer start all over, you’re blowing off all the data you’ve collected on them to date. Second, since Moviepass requires a physical card to work, you now must issue a new card. Besides being an expense for you (create the card, ship the card, etc.) it’s extremely inconvenient for the customer. Third, I’m anticipating that since an account is married to a device, there will be an issue when she gets her new account and tries to tie it to her existing phone. You can’t use your pass without using the app and the app is tied to a device and your card. There isn’t a single reason I can think of that makes this a smart policy.

This silliness has forced many customers to reach out for customer service (a cost!) and from the heated postings on Facebook, Reddit, Twitter and elsewhere, it’s resulted in a lot of lost business for Moviepass. One of the main advantages of the digital world is how there is far less friction in many transactions. Online commerce brings your shopping to you and you never leave the house to lug stuff home unless you care to. Moviepass seems to have found a way to increase friction among its existing customer base – those who received gifts and want to remain as customers. Not very smart in my book. Yours?

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Filed under Consulting, Huh?

Building A Disaster

Have you heard about the Build-A-Bear fiasco? Build-A-Bear Workshop declared last Thursday “Pay Your Age Day.” Customers could come in and build a bear at its workshops across the U.S., Canada and the U.K. for the price of their age rather than the $50+ it normally costs. Not a bad deal if you’re an 8-year-old or even a 35-year-old parent. The response was overwhelming, with mile-long lines in some places. According to The Washington Post, some waits were seven hours long.

It’s great that there is a large, enthusiastic audience wanting to build these bears, but that’s about the only ray of sunshine here. Some stores gave customers who were turned away a $15 voucher. As a parent, I can tell you that the voucher does little to placate a disappointed child. They were counting on a new furry friend. Many of the ones turned away were members of their Bonus Club, a frequent buyer program, already and others had to join to get the discount. In other words, their best customers. Yikes!

The CEO went on TV and said: “There was no way for us to have estimated the kind of impact, those kind of crowds.” He added, “We did put a notice out for people that we thought the lines could be long, and we worked with the malls, but it was beyond anything we could’ve ever imagined.”

That’s the point for any of us who run promotions. You need to imagine what an overwhelming response will do to your operation. In this case, maybe they should have had people sign up to take advantage of the promotion in advance (and get their emails as a bonus) to get places in the line, much as one does at a concert to get in “the pit”. Maybe extend the promotion for a few days to let those people into the store at predetermined times. Heck, maybe take space in unrented stores in the mall and add capacity. Be creative, consider lifetime customer value, and spend what you need to in order to prevent a disaster.

No good deed may go unpunished and companies that disappoint their best customers rarely go unpunished as well. You with me?

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Filed under Consulting, Huh?