Business


16
Jul 11

Do You Believe In Your Boss?

Ninety percent of American workers believe that their bosses are unethical. 

That’s just one of the many mind-boggling finding in a study by Maritz, Inc., of St. Louis. 

Here’s Rick Garlick of Maritz appearing on MSNBC to discuss the alarming findings

Visit msnbc.com for breaking news, world news, and news about the economy

At issue: values.  

Too often, people don’t believe what their employers’ believe. More and more people believe that naked pursuit of profit can lead people and companies astray. In his new book, Anything You Want, CD Baby founder Derek Sivers describes how one Las Vegas cabbie reveals the danger of the pure profit motive:

I was in Las Vegas for a conference, taking a taxi from the airport to the hotel. I asked the driver, “How long have you lived here?”

He said, “Twenty-seven years.”

“Wow! A lot has changed since then, huh?”

“Yeah. I miss the mob.”

“Huh? Really? What do you mean?”

“When the mafia ran this town, it was fun. There were only two numbers that mattered: how much was coming in, and how much was going out. As long as there was more in than out, everyone was happy. But then the whole town was bought up by these damn corporations full of MBA weasels micro-managing, trying to maximize the profit from every square foot of floor space. Now the place that used to put ketchup on my hotdog tells me it’ll be an extra twenty-five cents for ketchup! It sucked all the fun out of this town! Yeah… I miss the mob.” 

Sivers, Derek (2011). Anything You Want (pp. 28-29). The Domino Project. Kindle Edition. 

If the people who work for you would rather work for the Mafia, you’d better figure out what you really stand for. And now. 

 

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16
Jul 11

Innovation Myopia

Every day, people look at what their competitors are doing. Then they decide which of those activities are worth challenging.  Then they create a project to match their competitors. 

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At first, this strategy works.  If my company leads the field in one or two areas, I can keep opponents in check by matching their breakthrough attempts. 

Over time, my strategy fails. While I’ve been busy matching opponents, someone else has ignored all of us and introduced something totally new.  While many company worked on better customer profiles, gamification (Zynga, Foursquare, others) revolutionized the business. (Never saw that coming, did you?)  While many brands looked for better e-commerce tools, social commerce emerged and changed everything.

The good news: social commerce is easier than other kinds. That’s because we’re people, not demographics or segments. Social commerce is about buying form people you trust. Get to know people, give them reasons to trust you, and you win. Your competitors will be too busy catching up with each other.

 

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16
Jul 11

Going Broke With Guaranteed ROIs

Henry Ford refused to add a new model to his line-up of cars.  The Model T came with a guarantee ROI.  Investing in new models, more colors (the Model T cam in black), or even new features seemed too risky to Ford.

 

What Ford steadfastly denied—the very essence of his denial—was that despite making the same product in the same way, his company was headed in the wrong direction.

 

Tedlow, Richard S. (2010). Denial: Why Business Leaders Fail to Look Facts in the Face–and What to Do About It (Kindle Locations 339-340). Portfolio. Kindle Edition.

 

Ford Motor Company nearly went out of business for lack of innovation.

 

The Quest for ROI

 

Are you tired of hearing about “proven ROI?”  I read in magazines and hear it in interviews.  “We’re only making business investment with proven ROI.” As if 20 years ago, companies bet the plant in Vegas every Saturday.

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Sounds great. Makes investors happy.  And it’s either a lie or an indicator of pending doom for the company that practices it.

 

What Is Guaranteed ROI?

 

Guaranteed rates of return come only from super-safe investments, like ordinary savings accounts or certificates of deposit or AAA bonds.  Have you checked the interest rates on those things lately? 

 

Are you a manager who’s looking for investments as safe as AAA bonds? You’re not a manager; you’re a conservative investor. Fre all your people, sell all your assets, pay off all your debt, and buy AAA bonds. 

 

What Is Business?

 

The purpose of business is not making money, but making money is a necessary by-product. Business exist to fill a void and to make life better. People will pay a premium for better lives, and that premium is your profit. 

 

Now here’s the secret: Figuring out what makes people’s lives better at any moment requires risk.  Risk requires letting go of guaranteed ROI.  If you’re in business, you’re in the business of taking risks. Do your job or give the corner office to someone who will.

 

GDP – ROI = ZERO

 

The economy at large is yielding the equivalent of a 3-year Certificate of Deposit.

 

Yes, the government’s refusal to deal with debt scares business and strangles growth. But government is not the only problem.

 

Business leaders fail us every time they demand guaranteed rates of return.  The reason annual GDP growth is about 1.8 percent is because the men and women in the corner offices are afraid to do their jobs.  They’re afraid to take risks and improve lives. They feel more comfortable earning 1.8 percent on a CD than on taking a risk with a new product or service.

 

Not only do business leaders distrust the government and their employees, they distrust themselves.

 

 

How It’s Supposed to Work

 

Business is hard work.  Managers are avoiding it.

 

To grow and prosper, businesses must try things.  They must measure things.  They must fail more often than they succeed, but their successes pay dividends many times the cost of failure.

 

Those investments in trials cost money and cannot be taken lightly.  They most have some hard numbers behind them. 

 

Demanding a guaranteed return is the opposite of risk, and the actual return is the opposite of profit.

 

 

 

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23
Apr 11

3 Ways to Avoid Being Laughed At

Yes, we laugh at people. And at brands and companies and political parties.  Childish as it might seem, we all enjoy the fine art of ridicule.

RidiculeTry this.  Search for any company or brand on Twitter. You’ll see lots of ridicule.  Or Google any band followed by “sucks.”  On the links that return, you’ll find a blend of humor, ridicule, scorn, and anger  to rival a school board meeting in a bankrupt town.

The sad thing is that most of these companies bring it on themselves.  Sure, a lot of the anti-brand internet chatter comes from juvenile malcontents who just want to hate and mock.  But it sinks into the consumer psyche because of the brand’s selfish presence.

To help out erstwhile brands that just don’t get it, here are three free tips:

1.  Don’t tell me your mission statement.  I don’t care what your mission it; I care what my mission is.  Instead of telling me why you’re in business, try asking me why I navigated to your web site.  Instead of sharing your vision with me, the customer, try telling your Customer Service Rep that you envision a world where your customers feel like loved family members.  Since few if any companies even try to live up to their phony mission and vision statements, hide them from sarcastic bloggers.

2.  Don’t tell me all about your CEO.  I’ll never meet her, and don’t care how long she’s been with your company or that she cut her teeth in GE’s research lab.  Why don’t you introduce me, instead, to the people in your company who care even less about your mission statement than I do: the people who can help me accomplish my mission?  Introduce the person I’ll talk to if I click the Get Live Help Now button.  That’s who can help me, not your CEO.  If you make it easy for me to get what I want, maybe I’ll even introduce the CSR to your mission statement for you. (Trust me: she’s never read it.)

3.   Don’t make me follow your designed path through your website. I don’t care what you want me to see, and it won’t make me buy more.  It will make me return to my search results and click on your competitor’s link.  I don’t care about your latest press release or Walt Mossberg’s review of your new software tool–unless I’m looking for that software tool.  But you don’t know that’s what I’m looking for, because you stuck your mission statement on the landing page where my mission statement should go.

There’s a lot of other things about your company that we mortals giggle about.  These three are big, though, because they tell us that you care more about the products from your annual executive off-sites than you do about us and our needs.  When something goes wrong–as something surely will–you’ve garnered no good will from us, your customers.  If we think, though, that you’re humble and trying to please us, then we’ll be a little more forgiving.

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17
Apr 11

The Business You Save Could Be Your Own

What  do you think about me writing a movie screenplay?  I think I will.

It’s a sequel to the 1998 hit You’ve Got Mail. You remember, don’t you?  Meg Ryan and Tom Hanks? 

Hanks is a senior exec for a big box bookstore chain called Fox Books.  Fox is killing the mom and pop book shops.  Fox Books locations are popping up everywhere.  Hanks’ character is a ruthless, greedy businessman.

Ryan owns a idyllic little bookstore that she dotes on like a little girl with a new pet bunny.  In the movie, their characters hate each other because Fox Books wants to put the Ryan’s shop out of business.  Ryan’s character is a sweet, socially conscious champion of the little guy.

But there’s a twist.  Hanks and Ryan, through their AOL screen names, are falling in love with other. Their online personas haven’t figured out each other’s real-life character.  Fun for all.

Now to my sequel. 

Jump ahead 13 years. 

In the first act, we see Meg Ryan walking down a busy street, looking at her iPad, spilling her coffee (in a “Little Shop” paper cup that has an original crayon drawing by one of her little customers.) 

Having made peace with the Fox company years before, without looking, she turns into the automatic double doors of Fox Books.  The doors don’t open.  Ryan crashed into the door.  Coffee flies, her iPad falls. 

As she bends over to pick up her the device, cut to tight shot of a man’s hand picking up the iPad for her.  Their hands touch briefly over the shattered touchscreen.

Cut to wide view.  Hanks, in a trench coat, rises with the broken iPad. Tighter angle again, they stare at each other. Meg’s mouth open. 

“So,” he says to Meg. “Come by to dance on my grave?”

Meg’s shocked.  “Huh? I mean, ‘no.’” She’s confused. 

Cut to Hanks.  “You had to have known.  You read HuffPo, don’t you?”  He points to a poster on the door.

Cut to poster: 

CLOSED FOR FINAL INVENTORY

Don’t miss our Store Closing Sale starting November 12

70% to 90% off everything in the store

Books * Videos * Music

Fixtures * Equipment * Furniture

“I heard about the bankruptcy,” says Ryan. “But I figured it was just a restructuring.  I . . . I’m sorry.”

Hanks looks into the dark windows of his once bustling store. “I’ll be alright.”

Tables Turned

That’s right. The Little Shop Around the Corner (the name of Ryan’s shop in the movie) is surging because of skillful application of game science and location-based dynamics. She’s changed her business just a bit, expanding from kids only to book lovers in general. She’s added coffee and killer desserts, too.

But the big box bookstore is dying because of the Kindle—and ebooks in general.

Think it’s far-fetched?  It’s not . It’s happening.

I wandered into my neighborhood Border’s Saturday.  Day of one of its final two days in existence. I read a lot, and I got my first Kindle last Christmas. 

I spent many hours in that Ballwin, Missouri store.  In 2006, I blogged about it on my non-business blog, Hennessy’s View. Even though I love niche stores, like The Little Shop Around the Corner, I loved that Border’s, too.  I loved being able to get just about any book I needed.

On Saturday, everything was 80 to 90 percent off.  Then again, everything consisted of a few hundred books that nobody would want to read.  Instead of row after row, section after section of books on every subject, there were a dozen shelving units scattered haphazardly around. Most of the store was roped off. The café was gone, gutted. Wires and pipes protruded from the walls and floor like rebar after a building collapse.

And it smelled of death, of vacancy, of fatigue. The way an apartment smells after you’ve removed your furniture but haven’t cleaned or painted. 

I looked at the employees. They were no longer book lovers who happen to know how a POS system works.  They were cashiers. The only floor assistance came from the Fixture Sales Manager whose job was to move the last of the shelving units.  Huge magazine racks had been marked down from $250 to $12.50.  And there they sat.

Business Model

Border’s meteoric rise—a rise that inspired half the plot of You’ve Got Mail—owed to technology.  In the 1970s, Louis Borders developed a software inventory system that gave his little family shop in Ann Arbor, Michigan, a decisive edge in that competitive field (source, In Nomine Domini).

And technology was also its downfall.  Having expanded like a juggernaut in the 1990s and 2000s, the combination of Amazon and bn.com, followed by the Kindle and ebooks, destroyed Borders (source, Gather). 

Like Sears in the 1960s and IBM in 1970s and 80s, everyone could see Borders’ fall coming. Everyone, that is, except its own executives.

As the internet and mobile rose, Borders E-team continued to add locations. When consumers began clamoring for experiences, meaning, and values, Borders removed the reading nooks to make room for more fixtures and inventory—fixtures and inventory that are now on sale well below cost.

As the economy recovers and values continue to shift from mass consumption to private experience, how many other titans will fall?

Beware the Good Times

In college, I wrote a well-received research paper on recessions and recoveries.  I found that the most dangerous time for many big businesses is not the recession, but the time after.  New businesses born of the privation of the recession and built by talented people who were cast aside in cost-cutting, change industries. 

It seems that in post-recession booms, buyers—consumers and corporations—are not looking for the latest model of what was popular before the fall; they’re looking for things that weren’t even imagined before the fall. Trends emerge that couldn’t have been predicted. 

In this environment, businesses that try to hang onto the past die quietly. Industries that once defined the age find their age is past. Business models that were once revered seem hopeless flawed.

We’re in just such a cycle.

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7
Apr 11

Fight the Next War, Not the Last

When a team of Army Rangers liberated US POWs from a Japanese prison camp toward the end of World War II, the prisoners–American soldiers, Marines, and sailors–wouldn’t leave their cells. They were afraid of the Rangers.

The POWs had been imprisoned since the Bataan Death March in 1942. American uniforms, equipment, and lingo had advanced 20 years or more in the three years since. The new Army was as foreign to the POWs as were their Japanese captors on the day they surrendered Corregidor.

In 1942, America was geared up to prevent another war like the last one. But the last one ended a generation earlier. In Vietnam, the US is said to have fought the Korean war all over again. Throughout history, non-aggressors have fought the last war. That’s usually a losing strategy.

In business, we call it applying “lessons learned.”  Like fighting the last war, responding to the last opportunity is a sucker’s game.

If you’ve lost a customer or missed a sale because your products, services, features, software, or approach is out of date, you cannot catch up.  The market leaders are already ahead, and your copy-catting will only put them further ahead.

Instead, define and fight the next war. Create the tools of the future and force the competition to fight your way.

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