...the appeal of a viral YouTube video. This instant classic has been viewed over 5 million times, but if you haven't seen "Thriller" as performed by convincts in the yard of a penitentiary in Cebu, Philippines, you owe it to yourself to check it out. And if you don't fall in love with this song (and the choreography) all over again, you oughta check your pulse.
Friday, August 24, 2007
Tuesday, August 21, 2007
From my mobile office
I'm in between meetings and rather than go back to the office for a brief spell, I decided I'd be more efficient dropping into a coffee shop with wireless access.
I was the only one in the joint when I arrived. I maintained a reasonable distance from the counter as I looked up at the menu and read the dizzying array of gourmet coffee offerings. A loud, teenage barista practically screamed across the cafe, "Do you know what you want?" I responded with an abrupt "No", trying not to reveal just how annoyed I was.
As I learned moments later, this teen was new to the job and still in training. And she deserves patience and understanding.
Still, it's hard to believe someone could be so maladroit at reading customers. Everything about my body language suggested I was not ready to order--my distance from the counter, my intense concentration on the menu board, my lack of eye contact. And yet she forced the issue and miffed me in the process.
As I prepare to head out on a sales call, I'm reminded of the importance of listening intently to your customers--to their spoken language and body language. Customers and prospects give off all kinds of signs--some are even deliberate and take the place of language. And a salesperson who doesn't know how to pick up on verbal and non-verbal cues will not earn that person's confidence and may not get the deal because of it. The best salespeople are masters of human behavior and are entirely focused on reading and understanding everything that a prospect is thinking and feeling.
I was the only one in the joint when I arrived. I maintained a reasonable distance from the counter as I looked up at the menu and read the dizzying array of gourmet coffee offerings. A loud, teenage barista practically screamed across the cafe, "Do you know what you want?" I responded with an abrupt "No", trying not to reveal just how annoyed I was.
As I learned moments later, this teen was new to the job and still in training. And she deserves patience and understanding.
Still, it's hard to believe someone could be so maladroit at reading customers. Everything about my body language suggested I was not ready to order--my distance from the counter, my intense concentration on the menu board, my lack of eye contact. And yet she forced the issue and miffed me in the process.
As I prepare to head out on a sales call, I'm reminded of the importance of listening intently to your customers--to their spoken language and body language. Customers and prospects give off all kinds of signs--some are even deliberate and take the place of language. And a salesperson who doesn't know how to pick up on verbal and non-verbal cues will not earn that person's confidence and may not get the deal because of it. The best salespeople are masters of human behavior and are entirely focused on reading and understanding everything that a prospect is thinking and feeling.
Friday, August 17, 2007
Where there's crisis, there's opportunity
Chinese toymakers are obviously in a bind. With Mattel recalling some 19 million toys this week, following a Fisher Price recall of 1.5 million toys, the Chinese toy manufacturing industry's short-term future is not exactly bullish.
Sure, Chinese-made items have long carried the stigma of looking or feeling "cheap," but the toys are now regarded as dangerous--with lead-paint hazards topping the list of concerns.
Quality toymakers with high safety standards will undoubtedly thrive in the wake of the massive recalls. And one company was seemingly smart enough to proactively answer the the media's question, "Where can parents turn for safe toys?"
An AP story by Lisa Eddy features a photo of Supervisor Katrin Buettner of the Haba Company in Bad Rodach, Germany. My first thought was that the company provided the pic to the AP, though an AP photographer is credited. Nevertheless, you can be certain that someone in the company's PR department or a hired PR firm arranged for and staged the photo. And it's the perfect image. The line supervisor is inspecting a kid's roller car. She looks very serious(this is one instance where stereotypes--like the German reputation for exacting precision--can work in your favor) and she looks like she coud even be a Mom herself. The brightly colored toys, while simple in design, look sturdy, hand-crafted, and disproving of the old bromide, "They just don't make 'em like they used to."
So, if I'm a parent who's sworn off Chinese-made toys because I'd rather not have my preschoolers ingesting lead paint, now I know where to turn. And anyone who's making toys oustide of China and insisting on higher standards should be capitalizing on China's troubles by getting journalists to cover their superior (and safer) products. After all, consumers don't just want to be alerted to the dangers; they want solutions. And the media's MO is typically to terrify people and later reassure them. Ride the reassurance wave whenever you can catch it.
Sure, Chinese-made items have long carried the stigma of looking or feeling "cheap," but the toys are now regarded as dangerous--with lead-paint hazards topping the list of concerns.
Quality toymakers with high safety standards will undoubtedly thrive in the wake of the massive recalls. And one company was seemingly smart enough to proactively answer the the media's question, "Where can parents turn for safe toys?"
An AP story by Lisa Eddy features a photo of Supervisor Katrin Buettner of the Haba Company in Bad Rodach, Germany. My first thought was that the company provided the pic to the AP, though an AP photographer is credited. Nevertheless, you can be certain that someone in the company's PR department or a hired PR firm arranged for and staged the photo. And it's the perfect image. The line supervisor is inspecting a kid's roller car. She looks very serious(this is one instance where stereotypes--like the German reputation for exacting precision--can work in your favor) and she looks like she coud even be a Mom herself. The brightly colored toys, while simple in design, look sturdy, hand-crafted, and disproving of the old bromide, "They just don't make 'em like they used to."
So, if I'm a parent who's sworn off Chinese-made toys because I'd rather not have my preschoolers ingesting lead paint, now I know where to turn. And anyone who's making toys oustide of China and insisting on higher standards should be capitalizing on China's troubles by getting journalists to cover their superior (and safer) products. After all, consumers don't just want to be alerted to the dangers; they want solutions. And the media's MO is typically to terrify people and later reassure them. Ride the reassurance wave whenever you can catch it.
Thursday, August 16, 2007
"Poor people are hot."
You'd expect such crass commentary from Paris Hilton, who's hot factor has gone south since her sophomoric antics put her in pinstripes.
But we have the editors of "Fast Company" magazine to thank for this gem. The calendar entry on p.40 of the September edition leads with "Poor people are hot," and then explains that the Base of the Pyramid Conference in Ann Arbor will focus on alleviating poverty while also engaging in business development.
One of my first jobs out of college was working at Scholastic Inc.--more specifically "Instructor" magazine. And though I so badly wanted to be assigned a feature story, I was asked to put together pages like FC's "Next" section, where upcoming events are compiled and then given a catchy blurb. We can safely assume that some wet-behind-the-ears journalist in training researched and wrote these pieces, trying to be clever and perhaps slightly ironic.
But where was the intern's editor? Surely, someone should have been redlining that page and perhaps asking in the margin, "Too cheeky?" or, "Likely to offend millions of people?"
People living in poverty are not "hot." And working to improve the lives of people living in poverty isn't a trendy pasttime. Trivializing the "war on poverty" and those who wage it isn't just a boorish breach of political correctness; such coarseness drives one of the world's most pressing problems further from our consciousness by stripping it of the seriousness it warrants.
But we have the editors of "Fast Company" magazine to thank for this gem. The calendar entry on p.40 of the September edition leads with "Poor people are hot," and then explains that the Base of the Pyramid Conference in Ann Arbor will focus on alleviating poverty while also engaging in business development.
One of my first jobs out of college was working at Scholastic Inc.--more specifically "Instructor" magazine. And though I so badly wanted to be assigned a feature story, I was asked to put together pages like FC's "Next" section, where upcoming events are compiled and then given a catchy blurb. We can safely assume that some wet-behind-the-ears journalist in training researched and wrote these pieces, trying to be clever and perhaps slightly ironic.
But where was the intern's editor? Surely, someone should have been redlining that page and perhaps asking in the margin, "Too cheeky?" or, "Likely to offend millions of people?"
People living in poverty are not "hot." And working to improve the lives of people living in poverty isn't a trendy pasttime. Trivializing the "war on poverty" and those who wage it isn't just a boorish breach of political correctness; such coarseness drives one of the world's most pressing problems further from our consciousness by stripping it of the seriousness it warrants.
Sunday, August 12, 2007
Building a Brand One Homicide at at Time
Outspoken New Orleans Mayor Ray Nagin seems to have let his words get away from him again.
In commenting on the city's rather chilling murder statistics, he noted that the 117 murders this year are "not good for us, but it also keeps the New Orleans brand out there." And the award for invoking marketing terminology in the cause of astonishing insensitivity on the part of a public servant goes to....
Now if I were his press secretary, here are some talking points I might have provided:
1) This is wholly unacceptable for our city and as mayor, I'm doing everything I can to combat and curtail the violence, which in many cases has been aggravated by the aftermath of Katrina. (Acknowledge the gravity of the problem and point out, perhaps even in more specific terms, that you're taking action to address the problem. Also remind people that your city has still not recovered from an epic natural disaster that shocked and saddened the world.)
2) As we've continued to rebuild this great city and made it once again one of America's top tourist destinations, we understand that this news intensifies our challenge. (Reaffirm the city's "brand" by referring to it as a favorite destination. Recognize that violent crime has a direct impact on tourism).
3) We've come a long way and accomplished much in a very short period of time. The people of this city are brave, resilient, hard-working, and optimistic. It's true that we still face significant challenges but we have turned a corner, we've restored the glory of our great city, and we're very much open for business. And the ever-growing number of visitors to New Orleans is a testament to the incredible rebuilding work we've done. (We don't want your pity, we want your business).
If Nagin was attempting to evoke pity that would somehow translate into more federal assistance, it's a losing strategy that only undermines "the brand." Sure, people shouldn't forget about New Orleans. But don't say, "Remember, we need help because our murder rates are off the charts." This is sort of like a company saying, "Our product recall should serve as a reminder that we need people to buy our products."
In commenting on the city's rather chilling murder statistics, he noted that the 117 murders this year are "not good for us, but it also keeps the New Orleans brand out there." And the award for invoking marketing terminology in the cause of astonishing insensitivity on the part of a public servant goes to....
Now if I were his press secretary, here are some talking points I might have provided:
1) This is wholly unacceptable for our city and as mayor, I'm doing everything I can to combat and curtail the violence, which in many cases has been aggravated by the aftermath of Katrina. (Acknowledge the gravity of the problem and point out, perhaps even in more specific terms, that you're taking action to address the problem. Also remind people that your city has still not recovered from an epic natural disaster that shocked and saddened the world.)
2) As we've continued to rebuild this great city and made it once again one of America's top tourist destinations, we understand that this news intensifies our challenge. (Reaffirm the city's "brand" by referring to it as a favorite destination. Recognize that violent crime has a direct impact on tourism).
3) We've come a long way and accomplished much in a very short period of time. The people of this city are brave, resilient, hard-working, and optimistic. It's true that we still face significant challenges but we have turned a corner, we've restored the glory of our great city, and we're very much open for business. And the ever-growing number of visitors to New Orleans is a testament to the incredible rebuilding work we've done. (We don't want your pity, we want your business).
If Nagin was attempting to evoke pity that would somehow translate into more federal assistance, it's a losing strategy that only undermines "the brand." Sure, people shouldn't forget about New Orleans. But don't say, "Remember, we need help because our murder rates are off the charts." This is sort of like a company saying, "Our product recall should serve as a reminder that we need people to buy our products."
Sunday, August 05, 2007
When potential customers fear commitment
It’s a lesson I learned as both a teacher and then a parent: create a safe environment for kids to experiment and try new things and they’ll likely surprise you in pleasant ways. It would seem that principle also applies to consumers, who, when trying (buying) something for the first time, generally like to limit their downside risk. That’s why “satisfaction guaranteed, or your money back” offers are so commonplace and so alluring. It’s why many successful retailers (Costco, Nordstrom’s) have a “no questions asked” return policy.
I discovered the power of limited-risk purchases firsthand this summer, almost accidentally. My wife and I are a little more than a year into our Spanish immersion preschool venture. Frankly, it’s been a hard road—significant capital investment, zoning ordinances and regulatory compliance, first-year enrollment that fell short of the break-even point. I came to truly understand why so many businesses fail due to lack of capitalization.
But it appears we turned the corner just in the last six weeks and I’m fairly convinced it’s because we gave potential clients the opportunity to experience our “product” (which we happen to think is exceptional) at little risk to them. Our summer “camps,” which we offered largely because we needed revenue—any revenue—were themed weeks covering subjects we thought would be appealing to kids and parents alike (art with recycled materials, Diego Rivera and Frida Kahlo, Latin American cooking). Truth be told, these camps are really no different than a typical week at our preschool during the year, but “camp” is the preferred terminology for the season. Perhaps it’s because “camp” doesn’t imply commitment. It’s temporary and fleeting.
Prospective parents who were curious about our school but might have had fears about how their child would fare in a Spanish speaking environment or wondered whether this was truly an enriching early childhood experience rather than a gimmick, now had the opportunity to take us for a test drive, for the relatively small cost of just $119. People could sign up for just one week. The potential downside was limited. If it didn’t work out, they wouldn’t have to come back and their kids would have experienced something new and different.
Many new people tried our summer camps. Kids went home and couldn’t stop talking about the school. Parents loved what they saw and loved the enthusiasm from their children. And many decided to enroll their children for the school year. As I write this, we’re looking to expand our program to offer afternoon preschool and our waiting list grows each week. We always knew that if we could just get people in the door, we would succeed. We discovered that our low-risk camps were the perfect vehicle for introducing the school to a wider audience.
How can you make your business safe to try? A free consultation (don’t say “initial”—that implies future obligation)? What about making your product or service available at a charity silent auction, where someone might get something at a price well below market rate? Or giving away your expertise on your own blog? Perhaps a free seminar, free product samples, or a free, downloadable report (like a top ten list, which people can’t resist). How else could people try before they buy?
I discovered the power of limited-risk purchases firsthand this summer, almost accidentally. My wife and I are a little more than a year into our Spanish immersion preschool venture. Frankly, it’s been a hard road—significant capital investment, zoning ordinances and regulatory compliance, first-year enrollment that fell short of the break-even point. I came to truly understand why so many businesses fail due to lack of capitalization.
But it appears we turned the corner just in the last six weeks and I’m fairly convinced it’s because we gave potential clients the opportunity to experience our “product” (which we happen to think is exceptional) at little risk to them. Our summer “camps,” which we offered largely because we needed revenue—any revenue—were themed weeks covering subjects we thought would be appealing to kids and parents alike (art with recycled materials, Diego Rivera and Frida Kahlo, Latin American cooking). Truth be told, these camps are really no different than a typical week at our preschool during the year, but “camp” is the preferred terminology for the season. Perhaps it’s because “camp” doesn’t imply commitment. It’s temporary and fleeting.
Prospective parents who were curious about our school but might have had fears about how their child would fare in a Spanish speaking environment or wondered whether this was truly an enriching early childhood experience rather than a gimmick, now had the opportunity to take us for a test drive, for the relatively small cost of just $119. People could sign up for just one week. The potential downside was limited. If it didn’t work out, they wouldn’t have to come back and their kids would have experienced something new and different.
Many new people tried our summer camps. Kids went home and couldn’t stop talking about the school. Parents loved what they saw and loved the enthusiasm from their children. And many decided to enroll their children for the school year. As I write this, we’re looking to expand our program to offer afternoon preschool and our waiting list grows each week. We always knew that if we could just get people in the door, we would succeed. We discovered that our low-risk camps were the perfect vehicle for introducing the school to a wider audience.
How can you make your business safe to try? A free consultation (don’t say “initial”—that implies future obligation)? What about making your product or service available at a charity silent auction, where someone might get something at a price well below market rate? Or giving away your expertise on your own blog? Perhaps a free seminar, free product samples, or a free, downloadable report (like a top ten list, which people can’t resist). How else could people try before they buy?
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